You want to speak Truth to Power? Think about 5 things.

Speaking truth to power is one of the hardest disciplines in leadership. It is not abstract. It is personal. It is risky. In some contexts, historically and today, it has been fatal.  And yet organisations fail without it.

Every day we see examples on our screens. Senior figures surrounded by people who know better but say nothing. Executives who privately disagree but publicly comply. Boards that sense something is wrong but choose comfort over confrontation. Silence is rarely neutral. It is usually consent.

Ethical and strategic drift does not begin with dramatic misconduct. It begins with small adjustments. Targets become more aggressive. Assumptions become more optimistic. Language becomes less precise. What was once unthinkable becomes merely uncomfortable. Then normal.  At each stage, someone knows.

Most people do not lack integrity. They lack a method and they lack a clear view of the power dynamics involved.  If you are going to speak truth to power, you need to think carefully about five things. Your objective. The real location of power. The risk you are taking. How to reduce unnecessary exposure. And the reaction you are likely to trigger.

Be clear on your objective

If your objective is to prove you are right, you will fail.

Speaking truth to power is not about moral performance. It is about effect. Ask yourself, what outcome do I want? A decision reconsidered? A risk explicitly acknowledged? A behaviour changed? A record corrected?

Frame your challenge around organisational risk, long term value, regulatory exposure or reputation. Anchor it in agreed strategy and declared values. When you tie your argument to what the organisation says it stands for, you move from personal disagreement to institutional concern.  Clarity of intent is your first protection.

Understand where power really lies

This is where many people miscalculate.

The person in front of you may hold the title, but do they hold the power? Is the chief executive genuinely autonomous, or tightly constrained by investors? Is the board independent, or dominated by a chair? Is the regional leader making decisions, or simply executing pressure from group level?

If you challenge the visible decision maker but the real power sits elsewhere, two things happen. First, your intervention has limited effect. Second, you may create an unnecessary adversary.

Map the power structure before you act. Formal authority is only part of the picture. Informal influence, shareholder pressure, political sponsorship, and external regulators may be more decisive than job titles.

Sometimes the truth needs to be spoken one level higher. Sometimes it needs to be spoken laterally. Occasionally it needs to be spoken collectively.

Courage is important. Precision about power is essential.

Understand the risk you are taking

There is always risk.  You may strain a relationship. You may be labelled difficult. You may slow your own progression. In fragile environments you may find yourself isolated.  Do not romanticise this. Power, particularly when stressed, can become defensive. When identity and status feel threatened, rational debate can evaporate.

Before you speak, assess the maturity of the culture. Does dissent have a track record of being valued? Or quietly punished? Have others challenged before you, and what happened to them?

Bravery without context is not leadership. It is self harm.

Minimise unnecessary exposure

There are disciplined ways to reduce risk without diluting the message. Choose the forum carefully. Public confrontation often hardens positions. A private conversation   space for reflection.

Use evidence. Quantify risk. Present scenarios. Make trade offs explicit. Replace accusation with analysis.  Separate intent from impact. You may believe the decision is commercially driven and well intentioned. Your concern is about consequence. That distinction matters.

And build alignment where appropriate. If multiple credible leaders independently reach the same conclusion, the conversation shifts from personal challenge to organisational pattern.

You cannot eliminate risk. You can manage it.

Anticipate the reaction

Expect one of four responses.

You may be heard and thanked. This is the sign of a healthy culture.

You may be acknowledged and ignored. In that case you have fulfilled your duty, even if the outcome disappoints you.  You may encounter defensiveness. If so, resist escalation. Leave space. Many leaders need time to process uncomfortable input.  Or you may be marginalised. At that point you face a deeper question about whether your values align with the direction of travel.

That is not a theoretical dilemma. It is a defining one.

Why this matters now

The current environment, shaped by rapid technological change, volatile markets and intense scrutiny, increases pressure. Under pressure, the temptation to cut corners grows. Drift accelerates.  High performing leadership teams are not those who agree most often. They are those who can disagree rigorously and safely.

If you are in a position of authority, ask yourself a harder question. Who can tell me I am wrong without fear? And do I know where the real power in my system actually sits?

If the answer to the first is no one, you have a governance weakness.  If the answer to the second is unclear, you have a structural one.

Speaking truth to power is not an act of rebellion. It is an act of stewardship.

Done well, it protects value.  Done consistently, it protects the institution.